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Paper Type
Complete
Description
Sustained competitive advantage is elusive to organisations, in a volatile contemporary context. Organisational agility (OA), enabled by information technology, offers hope. However, organisations that pursue agility encounter incompatibility with IT project selection (ITPS) – as they select and fund projects, before implementation. Existing ITPS literature provides rich insights into methods, processes and people but is fragmented. Without integration, the incompatibility cannot be resolved. To address this problem, this study conducted a literature review of 159 articles to develop an integrated framework for understanding OA and ITPS. Findings show that methods, processes and people in ITPS can both enable and disable OA. Following conceptual-framework-analysis, ITPS is redefined as an enabler of agility. The resultant three-layered conceptual framework shows that firms can deploy ITPS methods, processes and people that enable sensing, deciding and responding, leading to OA. This study contributes by integrating literature to facilitate further research in this area.
Paper Number
1474
Recommended Citation
van Raay, Adrian; Duan, Sophia; and Whiteside, Naomi, "IT Project Selection and Organisational Agility – An Integrated Conceptual Framework" (2023). AMCIS 2023 Proceedings. 1.
https://aisel.aisnet.org/amcis2023/sig_itpm/sig_itpm/1
IT Project Selection and Organisational Agility – An Integrated Conceptual Framework
Sustained competitive advantage is elusive to organisations, in a volatile contemporary context. Organisational agility (OA), enabled by information technology, offers hope. However, organisations that pursue agility encounter incompatibility with IT project selection (ITPS) – as they select and fund projects, before implementation. Existing ITPS literature provides rich insights into methods, processes and people but is fragmented. Without integration, the incompatibility cannot be resolved. To address this problem, this study conducted a literature review of 159 articles to develop an integrated framework for understanding OA and ITPS. Findings show that methods, processes and people in ITPS can both enable and disable OA. Following conceptual-framework-analysis, ITPS is redefined as an enabler of agility. The resultant three-layered conceptual framework shows that firms can deploy ITPS methods, processes and people that enable sensing, deciding and responding, leading to OA. This study contributes by integrating literature to facilitate further research in this area.
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